In spring 2017, the Association Forum invited Barkada Circle® to conduct a CEO Exchange about organizational storytelling and its role in leading transformative change.
Participants shared how they engage members to tell their own stories and, on the flip side, what challenges they have in explaining their mission to a new audience.

The discussion revealed the following common questions:

How do I tell a story that encapsulates everything
that the association does for its members?

How do I communicate my vision in a way that
prospective members can understand?

How do I navigate change with everyone on the same page?

To meet these objectives, a leader must first connect with people on a personal level. Story is an emergent form of communication that taps into people’s unique experiences and into their emotions which hold the triggers for their actions. Story helps people realize their shared experiences and become open to dialogue.

Satisfy a basic human need for connection.

Harvard Business School published an interview with screenwriting coach Robert McKee in 2003 where he describes how leaders can use a storytelling framework to motivate team members to work toward common goals. Why does it make a world of difference to go
beyond rhetoric and present your case in a story? According to McKee:

“A story expresses how and why life changes. You want
to display the struggle between expectation and reality
in all its nastiness. It demands vivid insight and
storytelling skill to present an idea that packs enough
emotional power to be memorable.”

Whether they are aware of it or not, CEOs, directors and managers tell stories every
day–either to others or to themselves. They talk to staff about values, objectives and
procedures. They create scenarios in their minds to help in decision making.
Their biggest challenge is in leading people from different backgrounds and with
different belief systems toward mutual understanding and cohesive action.

Cultivate shared vulnerability.

Brene Brown–author, scholar and research professor at the University of Houston Graduate College of Social Work–has spent more than ten years studying human connection. During her TED Talk in June 2010 about vulnerability, she concluded by saying:

“Ultimately, by accepting that we don’t always
know and we don’t always have, we start
gaining the courage to take risks and make
truly meaningful connections.”

A great leader tells stories that convey her own personal journey–that she is only one
person, in need of many–to fulfill the mission. Knowing why it matters to one helps
to build understanding for why it matters to many. By embracing vulnerability, a leader
can provide a safe place where story sharing inspires collaboration, builds trust and
empowers individuals to band together and meet the challenge ahead.

“The only way to make sense out of change is to plunge
into it, move with it, and join the dance.”

Treat change like a moving target. Develop the habit of rewriting the organization’s story every now and then. Pooling together the collective imagination of the members, volunteers, staff, board and community partners shapes an environment that allows creativity to thrive and encourages innovation. It’s a culture shift where change seizes to be the enemy and becomes music with a new rhythm. Are you ready to lead everyone in the dance?

The daunting task of telling a compelling organizational story is a common feeling among association CEOs and directors. Let Barkada Circle® help you harness the power of story to lead with courage and compassion. Send us an email or call us at (773) 852-3522.

Value is intrinsic to the culture of an organization, and it is the role of a leader to help its members find meaning in their values. A great leader articulates the organization’s vision in ways that create clarity in carrying out the mission every day.

Story is the best vehicle for illustrating and stewarding this vision so that people can forge deeper meaning in their work by connecting the task to their humanity. Leaders who promote a culture of storytelling help team members form a deeper emotional relationship with the mission and with each other.

What makes a great leader? Listen to three change makers share their stories about how they discovered the true meaning of leadership.

If you’re a foodie like me, you probably have a secret recipe for every occasion that gets people talking. For summer, my grilling ritual is never without a special marinade. Any meat or vegetable gets soaked overnight to absorb the herbs and spices for a tender and savory finish. Works every time!

I wrapped up my summer with a speaking engagement at Forefront HQ where they hosted the 2017 cohort of the YNPN ChicagoLeadership Institute. I touched on the importance of integrating storytelling with finance. Prior to my talk, Forefront’s Chief Operating Officer Andreason L. Brown gave a presentation that clarified the difference between financial management and financial leadership. His final talking point provided the perfect setup for my opening: Are organizational decision making and finance integrated in your nonprofit?

Effective leadership uses a strategic approach to coordinating the decision making process across all managements functions. It requires seeing the organization through a wider lens and understanding more deeply how mission guides every single activity.

It is common practice to start with developing a strategy. Barkada Circle® takes one extra step up. We begin by marinating stakeholders in story.

Immersive Storytelling: Prepping for Strategy

Having participated in several nonprofit board and staff meetings, I’ve observed how many come to the table and advocate for their own agenda. The plan tends to be a watered down list of actions that hopes to appease everyone without getting to a real solution.

At Barkada Circle®, we realize that an organization’s goals and objectives have to be rooted in its identity which is best defined through the foundational narrative. This comes to life during a comprehensive visioning process where stakeholders share their stories that make their personal connections to the mission become vivid for each other. They begin to see their common experiences, aspirations and hopes for the cause.

What began as individual agendas eventually converge into one agenda–ready for effective strategic planning with everyone on the same page.

Sustaining What Works

When we share stories within our organization on a regular basis, we begin to see patterns that tell us what’s working. We also discover gaps that need to be addressed and solved. Storytelling is intrinsic in every organizational function. In finance, particularly, story gives context and meaning to the numbers. Only then will data become valuable for decision making.

Storytelling sparks essential conversations that we otherwise wouldn’t have with our staff, manager, co-worker and volunteers. Engaging in real dialogue that changes the way we see other people and ourselves can create opportunities for taking the human dynamics to a whole new level.

What stories about your community are being told outside of your physical boundaries? Why is it important for you to be the voice that moves the truth forward?

Your mission is your purpose. It guides how you make decisions, where you spend your resources and what goals to pursue. People will try to connect this with what you allow them to perceive. It becomes the main theme for the story they tell themselves about you.

And then there’s culture. As an organization, what you believe gives meaning to your purpose. What you share with others gives you a strong sense of place. Your story has roots that give you the courage to step outside and reveal your true identity, not to isolate yourself, but rather to invite others to discover who you really are. And to ask them the same question: “Who are you?”

Planning educational programs has been a passion of mine ever since I began working with nonprofit organizations. It’s exhilarating when great minds connect to spark conversations that can bring about the next game changer.

This year, I’m active in the American Marketing Association, Chicago Chapter as Chair of their Nonprofit SIG (Special Interest Group). I’m also thrilled that Carey Kogol, Development Director at i.c.stars, joins me as Co-Chair. The SIG members recently designed the 2014 program series with Mission-Driven Marketing as its overarching theme.

The series kicks off on February 6 when John Davidoff, Managing Director of Davidoff Communications, leads a dynamic discussion with other thought leaders on how a nonprofit can emerge from the recession better off than before. Participants will share insights to answer these questions from Davidoff’s article “Mission-Focused Results” in The Nonprofit Times:

1) Do you see opportunity in a crisis?

An economic or financial crisis should prompt you to reexamine your strategy and how you operate. A change in leadership can open the door to fresh new thinking. When you let challenges push you beyond the status quo, you get to a higher level of articulating your mission.

How do you change the conversation within your organization to encourage a new way of seeing and thinking?

2) Do you tell your story in good times and in bad?

Sharing your story, even if it’s one of hardship, can stimulate empathy and even increase giving, especially if the external challenge aligns with your mission. When you make it known that the people you serve are in greater need than ever during the downturn, chances are it will resonate deeply with donors, which will motivate them to give more than they had previously.

How could reaching out to your community with an honest appeal turn your challenge into a success story?

3) Is your board invested in the success of your organization?

A strong, engaged board can be one of your greatest assets, both to help you maintain perspective on imminent or ongoing challenges and to provide practical advice for dealing with them constructively. A highly invested board should be asking for regular updates on strategy, operations and outcomes. If your board can’t be counted on in crises or other times, it’s time to wake it up or break it up.

How well do your board members understand their roles in marketing the organization’s mission?

Join Carey and me in welcoming the AMA’s esteemed panel of speakers:

Emily DrekeDirector of Development and Communications
Chicago Foundation for Women